Arts and Culture in Western Australia Local Government

ARTS AND CULTURE IN WESTERN AUSTRALIA LOCAL GOVERNMENT

REPORT | MARCH 2015 About the Chamber of Arts and Culture WA

The Chamber of Arts of Culture WA is the peak policy and advocacy body for the arts and cultural sector in the State.

Formed in 2010 the Chamber is led by a board of business and arts leaders and currently has a membership of over 200 arts organisations, individual members and associate members.

The Chamber brings together the Western Australian arts and cultural sector to debate, discuss and take action as a collective on the issues that impact the sector.

Through its advocacy and research activities it seeks to promote the value of a vibrant and sustainable arts and cultural sector and to grow the support of this sector in Western Australia.

The Chamber provides advice to local, state and federal governments and other stakeholders to facilitate long term planning and resourcing of culture and the arts.

Further information about the Chamber of Arts and Culture WA can be obtained from www.cacwa.org.au

About CAN WA

CAN WA was established in WA in 1985 as an Incorporated Association and has since become a not for profit company limited by guarantee, with over 1000 members and subscribers. It is a Registered Training Organisation (RTO) and since 1999 has delivered the first and only nationally recognised training program focused on community engagement and culture in WA, primarily to the local government sector.

CAN WA is a multicultural organisation that has focused on working with marginalised and disadvantaged communities with a particular commitment to Noongar communities in WA. After establishing its first regional office in Kellerberrin in 2006, the success of CAN WA’s work sparked the interest of other communities, leading to a second regional office in Narrogin in 2010.

Due to CAN WA’s successful methodology and approach to community arts and cultural development, CAN WA is increasingly sought out by regional and metropolitan communities across the state. CAN WA’s projects centre on the unique talents and aspirations of that particular community, resulting in distinctive and authentic productions that are built on trust through long term creative community engagement. By using culture and creative methods as a means to engage communities, break down barriers and share different perspectives, CAN WA’s vision is for a “ just, diverse and resilient society fuelled by creativity and imagination.“

Further information about CAN WA can be obtained from www.canwa.com.au Acknowledgements

Project Manager Lorna Secrett, Business Development Manager, Community Arts Network Western Australia

Steering Group Henry Boston, Executive Director, Chamber of Art and Culture WA

Pilar Kasat, Managing Director, Community Arts Network Western Australia

Monica Kane, Acting Managing Director, Community Arts Network Western Australia

Olwyn Williams, Chair, Strut Dance

Jim Cathcart, Director, Fremantle Arts Centre, City of Fremantle

Karin Burrill, Senior Policy Officer, and Philippa Hansen, Organisations Investment Officer, Department of Culture and the Arts (observers)

The contribution by the 58 local governments that participated in the survey is acknowledged with appreciation.

Prepared with the assistance of Alison Dalziel, Director, Localise

http://wearelocalise.com Table of Contents

Foreword - Chamber of Arts and Culture WA 4 Foreword - CAN WA 7 1. Executive Summary 8 Key findings 8 Findings at a glance ... 9 Recommendations 10 2. Introduction 12 Purpose 12 Context 13 3. Approach and Methodology 15 4. What do we mean by “Arts and Culture”? 16 5. Characteristics of Western Australia Local Government Sector and Survey Respondents 19 6. Research Findings - Desktop Review 20 Total expenditure on arts and culture by Western Australian local government 20 Local governments with an overarching strategy or plan for arts and culture 20 Local governments that are active 21 Summary of local government activity in arts and culture 22 Provision of arts and culture facilities 23 Support for arts and culture groups 26 Provision of arts and culture programs 27 Provision of arts and cultural events 28 Reconciliation Action Plan 28 Employment of arts and culture staff 29 7. Research Findings - Survey 31 Local government perspectives on the role of arts and culture in the community 31 Local government perspectives on the importance of local government to arts and culture 34 Barriers to local government fulfilling its desired role in arts and culture 34 Professional development needs 35 8. Conclusion 39 Appendix 1 - Survey Questions 40 Appendix 2 - Full Local Government Classification Table 43 Appendix 3 - Role of Arts and Culture from “Arts in Daily Life: Western Australian Participation in the Arts” 45 Photo Credits 46

2 List of Tables

Table 1: Local government classifications 19 Table 2: Local government classifications - survey respondents 19 Table 3: Western Australian local governments with an overarching strategy or plan for arts and culture 20 Table 4: Classification of Western Australian local governments with an overarching strategy or plan for arts and culture 21 Table 5: Local governments that are active 21 Table 6: Classification of local governments that are active (with or without an overarching strategy or plan for arts and culture) 22 Table 7: Summary of Western Australian local government activities in arts and culture 22 Table 8: Does the local government provide arts and culture facilities? 23 Table 9: If yes, what facilities are provided? 24 Table 10: Is the local government intending to invest in arts and culture facilities in the coming 5 years? 24 Table 11: Does the local government support arts and culture groups? 26 Table 12: If yes, how does the local government support arts and culture groups? 26 Table 13: Does the local government provide arts and culture programs? 27 Table 14: If yes, what type of arts and culture programs does the local government provide? 27 Table 15: Does the local government provide arts and cultural events? 28 Table 16: If yes, what type of arts and cultural events does the local government provide? 28 Table 17: Does the local government have a Reconcilation Action Plan? 28 Table 18: Does the local government employ an Arts and Culture Officer or similar? 29 Table 19: Does the local government believe that arts and culture play a significant role in the community? 31 Table 20: Does the local government believe that the community values arts and culture? 32 Table 21: Methods of determining community preferences urban vs rural 33 Table 22: How important is local government’s contribution to arts and culture? 34 Table 23: Does the local government see merit in training in arts and culture for Elected Members? 36

List of Figures

Figure 1: Ranking significance of roles 32 Figure 2: How does the local government find out how much the community values arts and culture? 33 Figure 3: Barriers to local government fulfilling its desired role in arts and culture 35 Figure 4: Professional development needs for staff 35 Figure 5: What does the local government see as priorities for training in arts and culture for Elected Members? 36 Foreword - Chamber of Arts and Culture WA

This report reveals that local government’s investment in arts and culture across the state is substantial and of pivotal importance. Local government is also the tier of government that engages most actively with the community in determining its investments.

The recent figures (Australian Bureau of Statistics report on Cultural Funding by Government in 2012/13) show a significant investment of $155M by the 140 Western Australian local government authorities; the third highest per capita figure nationally. This compares very favourably to the $128M invested by the state government into arts and cultural activity during the same period.

That this level of investment happens with only 13% of local governments having an overarching cultural plan is cause for much optimism. The Integrated Planning and Reporting process under which such plans would fall was only introduced in 2013. As the process matures it is highly likely that the number of plans and level of investment will increase.

The research also reveals that 79% of councils are active in supporting arts and culture activities and that there is a strong belief held at local government level that arts and culture have a key role to play in the development of community vibrancy, cultural identity and social cohesion. These desired outcomes take on an even greater significance in the light of the impending local government amalgamations.

As the report has concluded, local government’s contribution to the community through arts and culture appears to be at a critical point. The research shows the arts and cultural activity that is undertaken by local government occurs with little strategic cultural planning – only 18 out of 140 local government authorities appear to have some form of cultural plan. Furthermore, that activity is not meeting aspirations and there is a significant gap between strategic intent and resource allocation.

The Chamber believes that the development of cultural plans allied with a higher standard of integrated planning and reporting will not only deliver a greater return from existing support but will also enable more rigorous consideration of the case for investment in those communities where support for arts and culture is currently falling short of aspirations. The case studies in the report demonstrate what can be achieved when the ingredients come together.

This report represents the first time that there has been extensive mapping of the support given by local governments authorities to arts and cultural activities in Western Australia. As you will see in the recommendations there is more work to be done to separate out and more accurately quantify the nature of this support and its impact.

4 The Chamber has been delighted to partner with one of its members, Community Arts Network WA, to carry out this important research and is grateful for the work carried out by the steering group, the project manager, Lorna Secrett and the consultant, Alison Dalziel of Localise.

We have also been encouraged by the assistance received from the WA Local Government Association, the Local Government Managers Association WA and its Community Development Network, and the Department of Local Government and Communities, in addition to the funding from the Department of Culture and the Arts, to carry out the research.

The Chamber strongly endorses the recommendations of this report and looks forward to working with these organisations, the regional and metropolitan development agencies and the many local government authorities in Western Australia to increase the support of arts and culture in our state.

Warwick Hemsley Chairman

Arts and Culture in Western Australia Local Government 5 6 Foreword - CAN WA

CAN WA has a long and proud history of supporting the aspirations and needs of local government in relation to arts and culture. With support from the Department of Culture and the Arts (DCA), CAN WA devolves funding through the Creative Networks Fund to regional local governments and through our Catalyst Community Arts Fund, to all communities. We also provide skills development to local government employees through the delivery of our Community Engagement and Cultural Planning (CECP) course. We advocate for, and assist in the development of Cultural Plans; and have published resources that showcase community arts and cultural development practice in local government, such as Growing Communities: arts and culture in local government.

When the opportunity arose to partner with the Chamber of Arts and Culture WA on this research project, the timing was propitious. Local government in Western Australia is amidst great change, and many challenges lay ahead. The introduction of the Integrated Planning and Reporting Framework in 2013 requires the sector to develop Strategic Community Plans that have meaningful input and frame the priorities of the communities that they serve. At the same time, the amalgamation process will require deep cultural change within local government authorities, as diverse communities work together to understand and shape their blended cultural identity.

This research lays the foundation of a much needed analysis of arts and cultural investment. It reveals that a high number of local governments are active in arts and culture and most respondents believe that community and culture is at the heart of their purpose. Strong local government can inspire a community to participate and be active in how their local history, their cultural identity and their stories are told.

CAN WA’s purpose is to “grow resilent communities through arts and creativity.” This research project has enabled CAN WA to further connect with local governments across the state. And with this information we can strengthen our programs in creative community engagement, strategic cultural planning and professional development. By ensuring these programs meet the needs of the local government sector, CAN WA will continue to advocate for strategically planned arts and cultural activities to build resilient and vibrant communities.

We are delighted with the response and assistance from the local government sector in this research. We commend our partner, the Chamber of Arts and Culture WA for its vision and advocacy, and we acknowledge the support of Department of Culture and the Arts, affirming their commitment to arts and culture in local government. This collaborative approach has enabled a rich examination of the important role of local government, and its inherent challenges and opportunities for the communities of WA.

George Kingsley Chair

Arts and Culture in Western Australia Local Government 7 1. Executive Summary

Given the infancy of research on arts and culture investment in Western Australia by local government, the findings and future directions are aimed at opening a cross-sectoral conversation for key decision makers to target investment and strategic opportunities.

Key findings are developed as a reflection on the data, with an understanding that further research will follow. As the Integrated Planning and Reporting framework becomes embedded in Western Australian local government, it is expected that arts and culture data recording and management will continue to strengthen in sophistication and accuracy.

Key findings

The research has revealed some fascinating insights into the activities and perspective of Western Australian local governments in the area of arts and culture. Key findings are:

• Western Australian local government expenditure on arts and culture amounts to approximately $155 million. • The local government sector is highly active in arts and culture, with 79% active in total (98% across urban areas and 71% across regional areas). • 90% of local governments believe that arts and culture play a significant role in community wellbeing and 79% of local govermnents actively support arts and cultural groups. • The highest ranking responses on the contribution of arts and culture to community life were firmly in the realm of intrinsic value - vibrant community; social cohesion and community capacity building; and cultural identity and expression. • Only 6% of Western Australian local governments have Reconciliation Action Plans. • Nearly 80% of survey respondents reported that a barrier to fulfilling their desired aspirations in the area of arts and culture was that “higher priorities are chosen given resource constraints”. • Despite a high level of community aspirations and local government activity in arts and culture, there is a low level of comprehensive strategic planning for arts and culture (approximately 13%), indicating that prioritisation in the face of resource constraints may be less than rigorous. • In terms of finding out how much the community values arts and culture, 20% of survey respondents were exhibiting a low standard of practice, with no direct community input. Just under half were using some direct input. A third of the survey respondents were found to be meeting a high standard, determining community preferences through in-depth engagement. Of those, nearly two thirds were urban local governments. • A majority of survey respondents (90%) identified professional development needs in arts and culture. The three highest ranking needs were creative community engagement, arts and cultural planning, and the design and delivery of arts and cultural activities. • Three further research questions would be particularly valuable to complement the findings in the report: –– what are the opportunities for improved collaborative planning between the Department of Culture and the Arts, local government authorities, regional and metropolitan development agencies, and relevant state and federal government agencies? –– what is the impact of arts and culture on community wellbeing? –– what is the nature and extent of local government’s expenditure on arts and culture at a disaggregated level?

8 Findings at a glance ... 13% Percentage of Western $155 Australian local governments with overarching strategy or plan for arts and Million culture Amount spent by Western Australian local governments on culture and arts 6% Percentage of Western Australian local governments with Reconciliation Action Plans 90% of survey respondents identified professional development needs in arts and culture specifically in:

Creative community engagement Arts and cultural planning 98% Design and delivery of arts and cultural Percentage of Western activites Australian urban local governments active in culture and the arts

71% Percentage of Western 90% of survey respondents Australian regional local believe that arts and culture governments active in play a significant role in the culture and the arts community

9 Recommendations

As a result of the findings of this report it is recommended that the following priorities be pursued by the state government and the relevant peak bodies to improve local government’s contribution to the community through arts and culture:

• Encourage and support the capacity of the local government sector to: –– Plan more effectively for investments in arts and culture in the Integrated Planning and Reporting process –– Establish each community’s culture and aspirations as the foundation for quality strategic planning in arts and culture • Ensure the prioritisation of skills development within the local government sector for strategic cultural planning and creative community engagement • Undertake further research to: –– Identify opportunities for improved collaborative planning between the Department of Culture and the Arts, local government authorities, regional and metropolitan development agencies, and relevant state and federal government agencies –– Evaluate the impact of arts and culture on community wellbeing –– Disaggregate local government’s expenditure on arts and culture to better understand the nature and extent of local government’s contribution

10 Case Study: City of Melville Cultural Vitality Plan - Creating a City for People

The City of Melville considers culture These principles have informed seven one of its most valuable assets. It also cultural resources: believes that making the most of Melville’s cultural resources requires coordination 1. Local places and long term planning. 2. Arts and cultural events and activities Four years ago the City of Melville set 3. Arts and cultural organisations and out to develop a Cultural Vitality Plan that groups would enhance the cultural vibrancy of 4. Creative capital their city. Their top level goal: to create a 5. History and cultural heritage city for people. 6. Cultural and linguistic diversity of the community The council held extensive community 7. Active citizenship consultation and it developed a plan based on the voices of hundreds of locals These resources are the cultural including staff and community groups, framework that provide the ‘backbone’ artists, the Aboriginal community, young of the Cultual Vitality Plan. people and people from culturally and linguistic diverse backgrounds.

The City of Melville’s Cultural Vitality Plan is founded on guiding principles to manage, preserve, enhance and support the city’s cultural resources.

11 2. Introduction

Purpose

The Chamber of Arts and Culture Western Australia (CACWA) in partnership with CAN WA has undertaken a comprehensive research project to explore the current level of engagement and support that local government in Western Australia invests in arts and cultural activities.

The research outcomes for the project were to establish:

• total expenditure on arts and culture by Western Australian local government • the extent to which cultural plans/strategies exist in Western Australian local government • an overview of the activities and facilities provided by Western Australian local governments to support arts and cultural activities in their communities • an understanding of local government perspectives on: –– the community benefits of arts and culture –– how community preferences are assessed –– the importance of local government’s contribution –– barriers to fulfilling desired role • an understanding of the skills development required in local government to work more effectively with the arts and cultural sector

The findings and recommendations of the research project are intended to:

• provide useful information, insights and recommended direction to local, state and federal government, relevant agencies and arts and cultural organisations • enhance CACWA’s knowledge of the sector’s ecology to develop and extend collaboration opportunities amongst CACWA members and relevant agencies across local, state and federal government • guide CAN WA in assisting the local government sector to engage more effectively in arts and cultural planning and creative community engagement through targeted professional development

12 Context

Involvement in arts and culture by local government exists in a dynamic environment. Different communities have different histories and expectations when it comes to art and cultural opportunities. Local governments have different strategic planning practices and a variety of service delivery models.

None of this is static. Community circumstances and preferences change over time as do local government practices and structures. At the time of writing, the way that local government plans for the future is undergoing significant change. Structural reform is also in progress. Each of these are briefly outline below. Integrated Planning and Reporting

At the time of writing, Integrated Planning and Reporting (IPR)1 has recently been introduced to Western Australian local government as part of the State Government’s local government reform program. It is intended to enable more effective achievement of the community’s aspirations and local government’s strategic intentions by:

• ensuring community input is explicitly and reliably generated • providing the capacity for location specific planning where appropriate • informing the long term objectives of the local government with these inputs • identifying the resourcing required to deliver against the long term objectives • clearly articulating long term financial implications and strategies

The first year of implementing the IPR suite of documents was 2013/14. Strategic reviews are required every two years, with every second one of those being a major strategic review involving community visioning and direction on priorities. Over time, it is expected that local government will deepen its engagement with the community and improve the robustness of balancing the community’s aspirations with affordability.

Structural reform

The State Government’s local government reform agenda also includes structural reform. At the time of writing, the focus is on metropolitan structural reform2, which is intended to reduce the number of local governments in metropolitan Perth from 30 to 16. The changes are designed to build stronger, more capable and better resourced local governments, working with and for their local communities to provide local services and create thriving local places.

Local government mergers will bring new challenges to community engagement and strategic community planning. New local government boundaries won’t erase existing community identities but new ones will be forged as communities and their local governments in the new configuration start working together to create visions, express aspirations, prioritise and act. This will call for an advanced level of creative community engagement and culturally-attuned strategic community planning.

1 http://integratedplanning.dlg.wa.gov.au/ 2 http://metroreform.dlg.wa.gov.au/Default.aspx

13 Case Study: City of Bayswater – The Home of West Australian Ballet

The City of Bayswater is the proud home of the West Australian Ballet Centre.

In 2010, with a grant from Lotterywest, the Council purchased the former West Australian Institute and Industrial School for the Blind (Senses) building in Maylands on behalf of West Australian Ballet, to provide a new rehearsal and training venue for the company.

The heritage listed art deco building was originally destined to be an apartment block, but an economic downturn stymied those plans. West Australian Ballet had identified the building as a potential new home, and approached the City of Bayswater to support their endeavours to relocate the company from His Majesty’s Theatre to Maylands.

West Australian Ballet needed to raise $13m for the project to purchase, restore and refit the building as a state-of-the-art ballet centre. The City of Bayswater also contributed funds towards the fit out, along with annual support providing the building on a peppercorn rental and maintaining gardens and grounds as a major civic and cultural asset for the City. The transformation into a world class rehearsal and administration centre for West Australian Ballet was recognised at the 2014 Heritage Awards, gaining the Gerry Gauntlett Award for Excellence in Adaptive Reuse.

The City of Bayswater’s commitment to boosting the cultural vibrancy of Maylands continues with the recent approval of a lease agreement for the WA Youth Jazz Orchestra to take up residence in the former Maylands Town Hall. 14 3. Approach and Methodology

The research was conducted in two main stages to ensure rich and layered data:

1. A desktop review of all the local governments’ plans 2. On-line survey to assess local governments perspective on arts and culture and professsional development needs

The desktop data collection exercise considered:

• Total expenditure on arts and culture by Western Australian local government • Local governments’ classification (factors including urban or rural and size, etc.) • Existence of specific plans or strategies in arts and culture • Local governments’ activity in arts and culture (see Section 4 for a description of the activities) • The number of local governments that have a Reconciliation Action Plan • Employment in the area of arts and culture

The majority of this data was found in the information and public documents on the local government websites. In some cases, the local governments were asked to clarify information.

To complement the desktop data collection an online survey was distributed to all local governments throughout the state. The survey focused on local governments’ perspectives on arts and culture, planning and professional development needs. See Appendix 1 for a copy of the survey questions.

The characteristics of Western Australian local governments and the survey respondents are outlined in Section 5.

The research was designed to gather base data that could be tracked over time. The local government categories used in the report have been aggregated into three urban categories and three rural categories. Note that at this level of aggregation, the overall proportion of local governments (and associated population) in each category is unlikely to change significantly, even though structural reform is likely to change the configuration at a more detailed level.

The project was overseen by a Steering Group comprising of CACWA, CAN WA, industry experts and observers from the Department of Culture and the Arts (see Acknowledgements, page 1)

15 4. What do we mean by “Arts and Culture”?

This report is concerned with arts and culture in Western Australian local government. In developing this report, it is accepted that the scope of arts and culture can differ greatly depending on who is defining it. This reflects the ephemeral nature of arts and culture – and how cultural expression and the creation of art is critical to the social fabric.

When local governments were asked to provide their perspectives on arts and culture, these terms were not defined. Their responses were based on what those terms meant to them. The responses indicated a strong sense of the intrinsic value of arts and culture, contributing particularly to a vibrant community; social cohesion and community capacity building; and cultural identity and expression.

The classification of arts and culture activity is another issue where variation exists from one local government to another. For example a youth arts project may be classified under “youth” in one local government and “arts” in another. A multicultural event may be classified under “events” in one and “culture” in another.

This is not considered a significant issue in terms of this research project. As there was no attempt to precisely quantify expenditure or volume (eg of events or programs), it was not necessary to ensure consistency at that level of detail. It was generally straightforward to identify whether or not the local governments planned for and undertook activity in the selected categories from the information and public documents on their websites.

The selected categories for local government activity (i.e. delivery) were as follows:

• Provide arts and culture facility/facilities –– library/ies –– museums –– multi-purpose –– visual Arts Gallery/ies –– performing Arts Venue/s –– other • Provide arts and culture events • Provide arts and culture programs • Support for arts and culture groups –– grants –– discount/free facilities –– assistance with grant applications –– governance training –– other • Provide public art • Other

16 Nikki Littlecott, ”Mia” - Yarns of the Heart Doll Case Study: The City of Busselton – The Human Stories of Busselton Jetty

The Busselton Jetty holds a special place in the hearts of residents and visitors to the City of Busselton. It’s an icon and an important landmark that attracts thousands of visitors each year.

The jetty was originally built between 1865 – 1911. After major damage during Cyclone Alby in 1978, it remained in a dilapidated state, deemed too costly to repair.

But local affection for the beloved jetty was so strong, a public campaign saw the City of Busselton coordinate and steer a multi-million dollar restoration project.

The City knew this redevelopment would have to include the human stories of the jetty. Local memories and historical information had to be incorporated into the restoration to preserve its unique culture and heritage.

The City of Busselton commissioned a Heritage Interpretation and Design Plan and through extensive consultation with local residents, a series of significant artworks and interpretive signage was incorporated into the reconstruction, to tell the true biography of the much loved jetty.

One of the most popular artworks incorporated into the restored jetty sits at the entry. It’s a bronze Classification Number of WA Local Proportion of WA Proportion of WA statue of a small child wrapped in a towel. She symbolises the natural water baby, the fish child in every Governments Local Governments Population family! Urban Development 24 17% 54% The Busselton Jetty is a monument to the spirit and dedication of the Urban Regional 11 8% 11% Busselton community. Urban Fringe 6 4% 22% Rural Significant 4 3% 3% Rural Agricultural 73 52% 8% Rural Remote 20 14% 3% Special District 2 1% 0.1% TOTAL 140 100% 100%

18 5. Characteristics of Western Australia Local Government Sector and Survey Respondents

Local government in Australia are classified in accordance with the Australian Classification of Local Governments (ACLG) which is explained in Appendix 2. The ACLG categorises Local Government Areas (LGAs) using population, population density and the proportion of the population that is classified as urban. Note that the category “Special District” applies to Cocos (Keeling) Islands and Christmas Island, which are Australian territories.

Table 1 below shows the number and proportion of Western Australian local governments in each category, plus the proportion of the Western Australian population represented. This shows that while 87% of the population is in an urban Local Government Area, 70% of the LGAs are rural.

Table 2 below shows the number and proportion of survey respondents. The total response rate of 58 represents 41% of the sector. In terms of respondents, most categories matched the sector by between +/- 5%. The exceptions were Urban development (+11%), Urban Regional (+8%) and Rural Agricultural (-19%).

Table 1: Local government classifications

Classification Number of WA Local Proportion of WA Proportion of WA Governments Local Governments Population

Urban Development 24 17% 54% Urban Regional 11 8% 11% Urban Fringe 6 4% 22% Rural Significant 4 3% 3% Rural Agricultural 73 52% 8% Rural Remote 20 14% 3% Special District 2 1% 0.1% TOTAL 140 100% 100%

Table 2: Local government classifications - survey respondents

Classification Number of WA Local Number that Proportion that Governments responded to survey responded to survey

Urban Development 24 16 28% Urban Regional 11 9 16% Urban Fringe 6 5 9% Rural Significant 4 2 3% Rural Agricultural 73 19 33% Rural Remote 20 6 10% Special District 2 1 2% TOTAL 140 58 100%

19 6. Research Findings - Desktop Review

Number with Classification State Total Proportion Strategy or Plan This section of the report outlines the findings from the desktop review. The information on individual local Urban Development 24 9 38% governments came primarily from the documents and information available on their websites. In some Urban Regional 11 3 27% cases, clarification was sought from the local governments directly. Urban Fringe 6 3 50% Total Urban 41 15 37% It is important to note that the local governments have not verified the data. These findings are therefore subject to the limitations of the local government’s websites and documents, and researcher interpretation. Rural Significant 4 0 0% Whilst every care has been taken in the desktop review, the results should be treated as indicative rather Rural Agricultural 73 3 4% than definitive. Rural Remote 20 0 0% Special District 2 0 0% Total expenditure on arts and culture by Western Australian local Total Rural 99 3 3% government TOTAL 140 18 13%

According to most recent Australian Bureau of Statistics (ABS) data, total expenditure on arts and culture by Western Australian local government was $155 million in 2012/13. Of this, $137.1 million was operating expenditure and $17.9 million was capital expenditure. This equates to $62.50 per capita, making Western Australia the third highest in cultural funding by local government nationally. Total local government expenditure rose 1.9 per cent from 2011/12 following a 16.5 percent increase from 2010/11. (ABS report ‘Cultural Funding by Government. 4183.0, 2012-13’.)

Local governments with an overarching strategy or plan for arts and culture

Table 3 shows that a small minority (13%) of Western Australian local governments have a currently published strategy or plan for arts and culture. It is worth noting that there was a larger number of local governments that included arts and culture in their Strategic Community Plan and/or Corporate Business Active? Number Proportion Plan and/or other issue specific strategies, plans or policies (such as public art policies, town planning, heritage plans etc). Yes with Strategy or Plan 18 13% Yes without Strategy or Plan 92 66% Table 3: Western Australian local governments with an overarching strategy or plan for Total Yes 110 79% arts and culture No 28 20% Total No 28 20% Culture/Arts Strategy/Plan? Number Proportion Not clear or data not available 2 1% Total Unknown 2 1% Yes 18 13% TOTAL 140 100% No 120 86% Not clear or data not available 2 1% TOTAL 140 100%

37% of all urban local governments have an overarching strategy or plan for arts and culture, whereas only 3% of rural LGAs have one (see Table 4).

20 Table 4: Classification of Western Australian local governments with an overarching strategy or plan for arts and culture

Number with Classification State Total Proportion Strategy or Plan Urban Development 24 9 38% Urban Regional 11 3 27% Urban Fringe 6 3 50% Total Urban 41 15 37% Rural Significant 4 0 0% Rural Agricultural 73 3 4% Rural Remote 20 0 0% Special District 2 0 0% Total Rural 99 3 3% TOTAL 140 18 13%

Local governments that are active

Almost all local governments recorded some activity in arts and culture. The most common activity is a library service, provided by all but three local governments (and two of those have a library provided by another local government within a short distance). For the purposes of this project, the provision of a library on its own did not suffice to be assessed as ‘active’ – at least one other activity was required. In most cases, the local governments provided several other activities.

On this criterion, 110 (79%) local governments were assessed as ‘active’, as shown in Table 5.

Table 5: Local governments that are active

Active? Number Proportion Yes with Strategy or Plan 18 13% Yes without Strategy or Plan 92 66% Total Yes 110 79% No 28 20% Total No 28 20% Not clear or data not available 2 1% Total Unknown 2 1% TOTAL 140 100%

21 Table 6 shows the breakdown of local governments that are active in arts and culture according to their classification. 40 of the 41 urban local governments are active (97%), compared to 70 of the 99 rural ones (70%).

Table 6: Classification of local governments that are active (with or without an overarching strategy or plan for arts and culture)

Number that are Classification State Total Proportion active Urban Development 24 24 100% Urban Regional 11 10 91% Urban Fringe 6 6 100% Total Urban 41 40 98% Rural Significant 4 4 100% Rural Agricultural 73 50 68% Rural Remote 20 15 75% Special District 2 1 50% Total Rural 99 70 71% TOTAL 140 110 79%

Summary of local government activity in arts and culture

Table 7 summarises Western Australian local government actvities in arts and culture. A further breakdown of the activities is given in the following sections.

Table 7: Summary of Western Australian local government activities in arts and culture

Activity Number Proportion Provide arts and culture facility/ 139 99% facilities Support for arts and culture 110 79% groups Provide arts and culture 94 67% programs Provide arts and culture events 79 56% Provide public art 56 40%

22 Provision of arts and culture facilities

Table 8: Does the local government provide arts and culture facilities?

Support Arts and Culture Number Proportion Groups Yes 139 99% No 1 1% TOTAL 140 100%

The provision of arts and culture facility/ies, is the highest ranking activity. However, this result is dominated by the almost universal provision of library services by local government as shown in Table 9 below. This service is provided in partnership with the State Library of Western Australia. The State Library provides the collections of books and other materials. Local governments manage the libriaries, and provide the facilities and staff. A majority of local governments provide programs in their libraries (see page 27). These programs range from story time for young children to literary events and festivals.

A large minority of local governments in this category (44%) provide halls with evident performance capability. As with libraries, in some cases this is a fairly passive activity and in others the facilities are more intensively used. Multi-purpose facilities (20%) are similar in that they can provide for a variety of uses, including but not limited to arts and culture. The extent to which they get used for arts and culture reflects community and local government interest and energy in this area.

Approximately 44% of local governments in this category provide museums, which are an important part of the community’s heritage. Note that the number of museums is higher than indicated – in some cases, the local government provides the building but the museum is delivered independently by a voluntary group. In such cases, the local government activity is counted as “support for community groups”, specifically “discount/free facilities” (see next section).

There is less provision of facilities dedicated to the performing and visual arts (19% and 14% respectively).

Iconic heritage precincts and buildings (9%) have been identified where the local government has given them a prominent status in their plans and resourcing.

Arts and Culture in Western Australia Local Government 23 Table 9: If yes, what facilities are provided?

If Yes, Facility Type Number Proportion of ‘Yes’ Library/ies 137 99% Hall (with performance 61 44% capability) Iconic Heritage Precinct/ 35 25% Buildings Museums 34 24% Multi-purpose 28 20% Visual Arts Gallery/ies 20 14% Performing Arts Venue/s (indoor) 18 13% Amphitheatre/Soundshell 13 9% Other 40 29%

As shown in Table 10, the desktop review identified planned capital investments in new, upgraded or renewed arts and culture facilities by 21% of local governments in the coming five years. Table 10: Is the local government intending to invest in arts and culture facilities in the coming 5 years?

Planned investments in Arts and Number Proportion Culture Facilities Yes 30 21% No 110 79% TOTAL 140 100%

24 Case Study: City of Kwinana – Koorliny Arts Centre

The Koorliny Arts Centre is considered one of the jewels in Kwinana’s cultural crown. In 2013/14 the centre sold 26, 000 tickets to performances, which is equivalent to the entire population of Kwinana!

The not for profit performing arts centre is a meeting place, a place for self-expression and an environment to engage in community arts practices.

The Centre prides itself in presenting entertaining, educational, inspiring, and creative works for the benefit of the residents.

In its twenty-five year history, Koorliny has hosted countless community events, but perhaps its longest running and biggest, is the Kwinana Dance Festival.

The competition attracts over 3,000 participants and over 7,000 people to the Centre, making it one of the largest dance festivals in Western Australia.

Koorliny is run independently of the council, but the City of Kwinana provides operational subsidy and support with maintenance of the facility.

The art centre is considered an important cultural asset for the City of Kwinana. The council was not only instrumental in the initial development and funding of the facility, it continues to support the venue wherever possible.

25 Support for arts and culture groups

Table 11: Does the local government support arts and culture groups?

Support Arts and Culture Number Proportion Groups Yes 110 79% No 30 21% TOTAL 140 100%

The second highest ranked activity was support for arts and culture groups. A large majority (84%) of local governments that are in this category provide grants. The research did not include quantification of support, grant funds, or in kind services provided by the local government. This would be a valuable addition to the research agenda going forward.

Table 12: If yes, how does the local government support arts and culture groups?

If Yes, Support Type Number Proportion of ‘Yes’ Grants 92 84% Discount/Free Facilities 14 13% Assistance with Grant 12 11% Applications Governance Training 1 1% Other (including arts events calendar, artists’ directory, marketing, advisory committees, network facilitation, capacity 45 41% building, recurrent and project funding for arts groups, advocacy)

26 Provision of arts and culture programs

Table 13: Does the local government provide arts and culture programs?

Support Arts and Culture Number Proportion Groups Yes 94 67% No 46 33% TOTAL 140 100%

The third ranked activity was the provision of arts and culture programs, with 67% of all local governments in the State in this category. Table 14 provides a breakdown of the types of programs provided. Not surprisingly, various library programs ranked highest. Just over half of the local governments in the category provide arts awards and/or exhibitions. These are sometimes tied to an art acquisition program by the local government, creating an important collection of local art.

Just under half of these local governments provide local history and/or heritage programs, including awards, recording oral histories and the development of heritage trails.

A fairly substantial minority (33%) in this category provide dedicated youth arts and culture programs, while a smaller minority (21%) provide arts workshops and courses. The local governments that provide community arts projects, generally commission community arts practitioners to work with the community on particular projects, although in some cases the projects are initiated by the community in the first instance.

Table 14: If yes, what type of arts and culture programs does the local government provide?

If Yes, Program Type Number Proportion of ‘Yes’ Various Library Programs 60 64% Arts Awards and/or Exhibitions 49 52% Local History/Heritage Programs 47 50% Youth Arts Programs 32 34% Arts Workshops and Courses 20 21% Community Arts 9 10% Artists in Residence 8 9% Other 35 37%

27 Provision of arts and cultural events

Table 15: Does the local government provide arts and cultural events?

Provide Arts and Cultural Events Number Proportion Yes 79 56% No 61 44% TOTAL 140 100%

The desktop survey identified that 79 (56%) local governments provided arts and cultural events. This may be an under-estimate, particularly given the prevalence of Civic events such as Australia Day. Even so, civic events were by the far the largest visible category of arts and cultural event. The research only found 38% of local governments providing other types of arts and cultural events.

Table 16: If yes, what type of arts and cultural events does the local government provide?

If Yes, Event Type Number Proportion of ‘Yes’ Civic Events (eg Australia Day, 67 85% Harmony Day, NAIDOC etc) Arts/Cultural Festivals 32 41% Concerts 22 28% Youth Events 6 8% Other 23 29%

Reconciliation Action Plan

Through the Reconciliation Action Plan (RAP) program, organisations develop business plans that document what they will do within their sphere of influence to contribute to reconciliation in Australia. Reconciliation Action Plans (RAPs) outline practical actions the organisation will take to build strong relationships and enhanced respect between Aboriginal and Torres Strait Islander peoples and other Australians. A RAP also sets out the organisation’s aspirational plans to drive greater equality by pursuing sustainable opportunities.

As shown in Table 17, only 8 local governments (6%) have a Reconciliation Action Plan.1 Table 17: Does the local government have a Reconcilation Action Plan?

Reconcilation Action Plan Number Proportion Yes 8 6% No 132 94% TOTAL 140 100%

1 http://www.reconciliation.org.au/raphub/about/#Whatis-the-RAP-program

28 Employment of arts and culture staff

It was difficult to get an accurate reading on the employment of arts and cultural staff in the Western Australian local government sector. The Figures in Table 17 for “yes” and “part of a Community Development Officer role or similar” should be taken as minimum estimates.

Table 18: Does the local government employ an Arts and Culture Officer or similar?

Employ an Arts and Culture Number Proportion Officer (or similar) Yes 14 10% Part of a Community Development Officer role or 44 31% similar No 63 45% Not clear 19 14% TOTAL 140 100%

Arts and Culture in Western Australia Local Government 29 Case Study: Shire of Katanning - Harmony Festival Celebrates Diversity

With its wide streets, old pubs and veranda lined shops, first impressions of Katanning may be that it’s your typical Australian country town. But in fact, the rural community in the heart of the Great Southern is a cultural melting pot.

Katanning boast the most multi-cultural community in Western Australia. More than 40 different nationalities call the town home, including a significant Noongar population, Malay, Chinese, Afghani, Burmese, and South African. A mosque in the town caters for more than 400 Muslims.

The Shire of Katanning celebrates this diversity within its community by supporting the annual Harmony Festival. Held every March, the Katanning Leisure Centre comes alive in a riot of colour as the different nationalities proudly display their culture through traditional dress, food, art, song, dance and sport.

The event regularly attracts up to 2,000 people.

The Shire works with the community to create an event that brings people together to celebrate inclusiveness, community participation and respect for all the different cultures that make Australia a great place to live.

30 7. Research Findings - Survey

The survey complemented the desktop review by identifying local government perspectives on the role of arts and culture in the community, the importance of local government to culture and arts, barriers to local government fulfilling its desired role and professional development needs in the local government sector. These are outlined in the following sections.

As mentioned in Section 5, there were 58 respondents to the survey or 41% of Western Australian local governments. The respondents ranged from Chief Executive Officers and Directors, Community Development Managers to Community Development or Arts and Cultural Officers.

Local government perspectives on the role of arts and culture in the community

Almost all (90%) of the survey respondents indicated that their local government believes that arts and culture play a significant role in the community.

Table 19: Does the local government believe that arts and culture play a significant role in the community?

Believes role is significant Number Proportion Yes 52 90% No 3 5% Not sure 3 5% TOTAL 58 100%

The survey then delved further into the nature of the most significant community impacts generated by arts and culture from the local governments’ perspectives. As shown in Figure 1, the three highest ranking were vibrant community, social cohesion and community capacity building. These suggest a recognition of the intrinsic value of arts and culture, above the more instrumental value of other impacts such as economic development or placemaking.

Arts and Culture in Western Australia Local Government 31 Figure 1: Ranking significance of roles

Vibrant community

Social cohesion and community capacity building

Cultural identity and expression

Place-making and/or activating public space

Economic development and/or tourism

Creative engagement in community visioning and planning

Developing professional arts practice

0.0 1.0 2.0 3.0 4.0 5.0 6.0 Weighted Average

Having asked what local government’s own perspectives on the value of arts and culture, the survey then asked whether the local government believed that the community values arts and culture. Table 20 shows that 90% believe the community values arts and culture “somewhat” or a “great deal”. Over half (52%) believed the community “somewhat” valued arts and culture, while over a third (38%) believed the community valued arts and culture “a great deal.”

This assessment by local government corresponds well to the findings of Arts in Daily Life: Western Australia participation in the Arts (July 2014)1 , which asked individuals about the value of arts and culture to the community as a whole (amongst other things). That study found that 89% rated arts and culture as fairly, very or extremely valuable (see Appendix 3).

Table 20: Does the local government believe that the community values arts and culture?

Believes the community values Number Proportion arts and culture Not at all 1 2% A little 2 3% Somewhat 30 52% A great deal 22 38% Not sure 3 5% TOTAL 58 100%

Only a small minority (5%) were not sure how much the community values arts and culture. The next question inquires further. How does local government find out? The survey respondents were offered a set of options and asked to select all the relevant sources of evidence they use. Figure 2 shows that the single highest rated source is the informal knowledge held by the Administration. The survey also revealed that 15% of all respondents selected informal knowledge (held by the Administration or by both the Administration and Elected Council) as their only source of information on community preferences. A further 5% also selected informal knowledge and participation data, but no direct community input. In these cases, the level of community engagement is falling short of the basic standard of Integrated Planning and Reporting.

1 http://www.cacwa.org.au/resources/sector-papers-and-research-2/western-australia

32 Attendance and/or participation data is the second highest rated source of evidence. This is a good reflection of the direct value to community members and is an important indicator. However, it doesn’t pick up the benefit to the wider (non-participating) community members who may nonetheless prefer to live in a community that offers such experiences.

The results of community surveys are a common and useful source of information. Just over 60% of respondents use data from this source.

Approximately a third of respondents used in-depth engagement to find out how much the community values arts and culture.

Figure 2: How does the local government find out how much the community values arts and culture?

Informal knowledge held by the Administration

Attendance/participation data

Community surveys

Informal knowledge held by the elected Council

In-depth engagement

Other

0% 10% 20% 30% 40% 50% 60% 70% 80%

To see if there was a difference between the urban and rural local governments on the question of how they determined local government preferences, the results were correlated with the classification data. As shown in Table 21, informal knowledge held by the Administration was used slightly more by the urban local governments, as was attendance/participation data. Informal knowledge held by the elected Council was used slightly more by the rural local governments.

Community surveys and in-depth engagement were used considerably more by the urban local governments. This is consistent with the relative lack of cultural strategic planning and the evident need for improved community engagement in the rural sector.

Table 21: Methods of determining community preferences urban vs rural

Informal Informal Attendance/ knowledge knowledge Community In-depth Classification participation held by Other held by the surveys engagement data the elected Administration Council

Urban 57% 59% 75% 47% 65% 50% Rural 43% 41% 25% 53% 35% 50% Total 100% 100% 100% 100% 100% 100%

33 Local government perspectives on the importance of local government to arts and culture

Arts and culture may be seen as highly beneficial and valued by the community, but this doesn’t in and of itself oblige local government involvement. There is no legislative requirement for local government in Western Australia to provide for arts and culture. Provision is usually mixed, with a range of private and public players involved. The next question in the survey therefore narrowed in on the importance of local government to arts and culture, from the local governments’ perspective.

As shown in Table 22, almost half of the respondents believed that local government’s contribution is somewhat important and over a third believe that it is greatly important.

Table 22: How important is local government’s contribution to arts and culture?

Believes local contribution’s Number Proportion contribution is important Not at all 0 0% A little 6 10% Somewhat 28 48% A great deal 22 38% Not sure 2 3% TOTAL 58 100%

Barriers to local government fulfilling its desired role in arts and culture

Given the strong positive views about arts and culture, and the importance of local government’s contribution, the level of activity may perhaps seem lower than would be expected. When asked what the barriers were to local government fulfulling its desired role (see Figure 3), the single highest response selected was “higher priorities are chosen given resource constraints” (close to 80%).

The response suggests that while the aspiration is there, arts and culture are vulnerable to resource pressures and competing priorities. This is an area worthy of further investigation. There was little evidence that the local governments are using their Integrated Planning and Reporting (IPR)1 process to explicitly and strategically prioritise across their activities in a comprehensive manner to produce a medium term (four year) budget that drives the annual budget. In the absence of this, the annual budget is the defacto prioritisation vehicle, which will tend to favour the status quo. It is possible, at least in some cases, that this is a shortcoming in IPR practice. IPR in Western Australia at the time of writing was still in its infancy, having been introduced in 2013. As the standard of practice improves over time, the gap between aspirations and priorities should close, as communities either moderate their aspirations or reallocate resources (or some combination of the two).

1 http://integratedplanning.dlg.wa.gov.au/

34 Figure 3: Barriers to local government fulfilling its desired role in arts and culture

Higher priorities are chosen given resource constraints

Low community capacity

Lack of Skills

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Professional development needs

The survey then asked about the professional development needs of the local government sector for both the Administration and the Elected Members.

As can be seen in Figure 4, the majority of respondents identified one or more professional develoment needs. Over 50% selected creative community engagement, arts and cultural planning and/or the design and delivery of arts and cultural activities as the areas of highest need.

Figure 4: Professional development needs for staff

Creative community engagement

Arts and cultural planning

Design and delivery of arts and cultural activities

Marketing and promoting arts and cultural activities

Other (please specify)

Nil

0% 10% 20% 30% 40% 50% 60% 70%

35 A little over half of the respondents also saw merit in training in arts and culture for Elected members, as shown in Table 23. While not verified by Elected Members themselves, the priorities identified by respondents are interesting. As can be seen in Figure 5, understanding arts and culture in the community attracted the highest ranking, followed by creative community engagement.

Table 23: Does the local government see merit in training in arts and culture for Elected Members?

Merit in training for Elected Number Proportion Members Yes 33 57% No 14 24% Not sure 11 19% TOTAL 58 100%

Figure 5: What does the local government see as priorities for training in arts and culture for Elected Members?

Understanding arts and culture in the community

Creative community engagement

Arts and cultural planning

Other

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

36 Case Study: City of Joondalup Community Art Exhibition – Taking art to the masses

The City of Joondalup Community Art Exhibition is an annual art xhibitione that aims to raise the profile of local artists and give residents a rich, easily accessible, visual arts experience.

The exhibition is high profile because it’s located in Lakeside Joondalup Shopping Centre. This means the showcase is seen by an estimated 42,000 people over the two and a half weeks of display. Up to 120 – 200 artists take part each year.

The exhibition recognises local artistic excellence through awards, prize money, acquisition and solo show opportunities.

The City of Joondalup’s Artist in Focus Award is a unique award that provides the artist with a valuable opportunity for career development.

The winning emerging artist is given a cash prize of $500, plus professional advice to plan, curate and install their own solo exhibition. The mentoring and opening event is fully supported by the City of Joondalup.

The Community Art Exhibition also feeds into other local government supported projects such as the Inside-Out Billboard mural arts program that showcases new work by a different artist every six months.

The City of Joondalup proudly views its arts program as an investment in promoting the City as a cultural destination.

37 38 8. Conclusion

Local government’s contribution to the community through arts and culture appears to be at a critical point. The research shows the arts and cultural activity that is undertaken by local government occurs with little strategic cultural planning. Furthermore, that activity is not meeting aspirations – there is a significant gap between strategic intent and resource allocation. These issues represent significant challenges in effectively planning for arts and culture in the Integrated Planning and Reporting process.

In meeting these challenges, there is an opportunity to improve local government understanding of the community’s culture and aspirations as the foundation of quality strategic planning.

The survey revealed skills development in creative community engagement as the highest professional development need. This corresponds to the finding of relatively low levels of in-depth engagement to understand community priorities, which provides a substantial part of the evidence base required for the Integrated Planning and Reporting framework.

Finally, this research presents an opportunity for strategic cross-sectoral collaboration, with an agreed agenda and actions to support local governments to improve engagement, planning and targeted investment in the communities of Western Australia.

Arts and Culture in Western Australia Local Government 39 Appendix 1 - Survey Questions

Q1 Name of local government

Q2 Position

Q3 My local government believes arts and culture play a significant role in the community (note this question is about arts and culture generally, not limited to what local government provides) (tick which applies):

Yes  No 

Q4 If yes, please rank the following in order of significance, where 1 means the most significant role of arts and culture in your community and 7 means the least significant role of arts and culture in your community (again this is not limited to what local government provides):

 cultural identity and expression  economic development and/or tourism  vibrant community  social cohesion and community capacity building  developing professional arts practice  place-making and/or activating public space  creative engagement in community visioning and planning

Q5 In the eyes of your local government, how much does your community value arts and culture?

Not at all A little Somewhat A great deal Not sure     

40 Q6 How does your local government find out how much your community values arts and culture? Tick all that apply:

 perception of the Administration  perception of the elected Council  attendance/participation data  community surveys  in-depth engagement  other (please state)

Q7 From the perspective of your local government, how important is local government’s contribution to arts and culture?

Not at all A little Somewhat A great deal    

Q8 What barriers, if any, get in the way of your local government fulfilling its desired role in arts and culture? (Tick all that apply)

 lack of skills  higher priorities are chosen given resource constraints  low community capacity  other (please state)

Q9 Do you (or other relevant staff) have professional development needs in any of the following areas? (Tick all that apply)

 arts and cultural planning  creative community engagement  design and delivery of arts and cultural activities  marketing and promoting arts and cultural activities  other (please state)  no professional development needs

41 Q10. Do you consider training and development in the area of arts and culture should also be offered to Elected Members?

Yes  No  Not sure 

Q11. What specific areas of training and development would Elected Members benefit from?

 Arts and cultural planning  Understanding arts and culture in the community  Creative community engagement  other (please state)

Q12 Are you aware of CAN WA’s Community Engagement and Cultural Planning Course?

Yes  No 

Do you have any comment on the course? ______

Q13 Are there any comments you would like to add?

42 Appendix 2 - Full Local Government Classification Table

Population Local Government Classification Code Number % % Urban Capital City UCC 1 1% 1% Urban Development Small UDS 11 8% 7% Urban Development Medium UDM 5 4% 9% Urban Development Large UDL 5 4% 22% Urban Development Very Large UDV 2 1% 16% Urban Regional Small URS 6 4% 4% Urban Regional Medium URM 5 4% 7% Urban Regional Large URL 0 0% 0% Urban Regional Very Large URV 0 0% 0% Urban Fringe Small UFS 0 0% 0% Urban Fringe Medium UFM 4 3% 10% Urban Fringe Large UFL 1 1% 5% Urban Fringe Very Large UFV 1 1% 7% Rural Significant Growth RSG 4 3% 3% Rural Agricultural Small RAS 50 36% 2% Rural Agricultural Medium RAM 16 11% 3% Rural Agricultural Large RAL 6 4% 2% Rural Agricultural Very Large RAV 1 1% 1% Rural Remote Extra Small RTX 6 4% 0.1% Rural Remote Small RTS 3 2% 0.1% Rural Remote Medium RTM 6 4% 0.4% Rural Remote Large RTL 5 4% 2% Special District (Cocos and Keeling Islands SD 2 1% 0.1% and Christmas Island) TOTAL 140 100% 100%

Top 3

43 Explanation of the Australian Classification of Local Governments

The Australian Classification of Local Governments (ACLG) categorises Local Government Areas using population, population density and the proportion of the population that is classified as urban.

Step 1 Step 2 Step 3 Identifiers Class Capital City N/A N/A N/A UCC (CC) Population Metropolitan Developed Small (S) up to 30,000 UDS >20,000 (D) Medium (M) 30,001-70,000 UDM Part of an urban centre Large (L) 70,001-120,000 UDL >1,000,000 or popula- Very Large >120,000 UDV tion density more than (V) 600/sq km URBAN OR Regional Towns/City (R) Small (S) up to 30,000 URS (U) Population Part of an urban centre Medium (M) 30,001-70,000 URM density >30 <1,000,000 and mainly Large (L) 70,001-120,000 URL persons per sq urban in nature Very Large >120,000 URV km (V) OR Fringe (F) Small (S) up to 30,000 UFS 90 per cent or A developing LGA on Medium (M) 30,001-70,000 UFM more of LGA the margin of a devel- Large (L) 70,001-120,000 UFL population is oped or regional urban Very Large >120,000 UFV urban centre (V) An LGA with Significant Growth (SG) N/A N/A RSG population Average annual growth <20,000 in population >3 per cent, population >5,000 and not remote AND Agricultural (A) Small (S) up to 2,000 RAS Medium (M) 2,001-5,000 RAM RURAL Population (R) density <30 Large (L) 5,001-10,000 RAL persons per sq Very Large 10,001-20,000 RAV km (V) AND Remote (T) Extra Small up to 400 RTX <90 per cent (X) 401-1,000 RTS of population Small (S) 1,001-3,000 RTM is urban Medium (M) 3,001-20,000 RTL Large (L)

44 Appendix 3 - Role of Arts and Culture from “Arts in Daily Life: Western Australian Participation in the Arts”1

Role of arts and culture

Asked about the value of arts and culture to the community as a whole, 89% of WA residents are positive.

How valuable is the role of arts and culture in the Western Australia community? Total Metro Regional n= 502 367 135 Extremely valuable 16% 15% 17% Very valuable 28% 27% 30% NET Valuable (extremely + 44% 42% 47% Value of arts and very) culture in one’s Fairly valuable 45% 48% 38% life Not that valuable 6% 5% 7% Not at all valuable 3% 2% 5% NET Not valuable 9% 7% 12% Don’t know 3% 3% 3%

1 http://www.cacwa.org.au/resources/sector-papers-and-research-2/western-australia

45 Photo Credits

Page 6 City of Mandurah. Photo by Ros D’Raine Page 11 Brentwood Primary School and Cultural Vitality Banner: Courtesy of City of Melville Page 14 Dancers of the West Australian Ballet: Photo by Sergey Pevnev Page 17 Yarns of the Heart Doll, String Theory Exhibition, PICA. Photo by Michelle White Page 18 Busselton Jetty Sculpture: Courtesy of City of Busselton Page 25 Kwinana Dancers: Courtesy of Koorliny Art Centre Page 30 Harmony Day: Courtesy Hidden Treasures website Page 37 Joondalup Community Art Exhibition: Photo by Chris Kershaw, Joondalup Photo Design Page 38 Jackie Hayden - Bush Babies Exhibition, Kellerberrin. Photo by Tash Nannup Page 47 ‘Rainbow Serpent’ by Jahn Rees. CAN WA Noongar Public Art Project, Narrogin

46 47 ‘Rainbow Serpent’ by Jahn Rees This document and its contents are subject to copyright. The document content is owned by Chamber of Arts and Culture WA Inc and CAN WA, or in the case of some material, a third party. All rights reserved.

© Chamber of Arts and Culture WA Inc. and CAN WA, 2015 Chamber of Arts and Culture WA Inc. PO Box 7065 Cloisters Square Western Australia 6850 Email [email protected] Phone +61 8 9211 7681 Web www.cacwa.org.au